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Shared Leadership
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Shared Leadership
Reframing the Hows and Whys of Leadership



344 pages | SAGE Publications, Inc
Shared Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. It advances the understanding of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. This book provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It is an essential text for management, education, and communication courses in leadership, teamwork, organizational behaviour and small groups. Practising consultants will find this an invaluable reference in their leadership and team development programmes.
 
Preface
Craig L. Pearce and Jay A. Conger
Chapter 1 Introduction - All Those Years Ago: The Historical Underpinnings of Shared Leadership
Joyce K. Fletcher and Katrin Kaeufer
Chapter 2 Shared Leadership: Paradox and Possibility
Jonathan F. Cox, Craig L. Pearce, and Monica L. Perry
Chapter 3 Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership can Enhance New Product Development Team Dynamics and Effectiveness
Anson Seers, Tiffany Keller, and James M. Wilkerson
Chapter 4 Can Team Members Share Leadership? Foundations in Research and Theory
C. Shawn Burke, Stephen M. Fiore, and Eduardo Salas
Chapter 5 The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptiability
Jeffrey D. Houghton, Christopher P. Neck, and Charles C. Manz
Chapter 6 Self-leadership and Superleadership: The Heart and Art of Creating Shared Leadership in Teams
Bruce J. Avolio, Nagaraj Sivasubramaniam, William D. Murry, Dongil Jung, and John W. Garger
Chapter 7 Assessing Shared Leadership: Development and Preliminary Validation of a Team Multifactor Leadership Questionnaire
Scott Seibert, Raymond T. Sparrowe, and Robert C. Liden
Chapter 8 A Group Exchange Structure Approach to Leadership in Groups
Margarita Mayo, James R. Meindl, and Juan-Carlos Pastor
Chapter 9 Shared Leadership in Work Teams: A Social Network Approach
Charles Hooker and Mihaly Csikzentmihalyi
Chapter 10 Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work
Boas Shamir and Yael Lapidot
Chapter 11 Shared Leadership in the Management of Group Boundries: A Study of Expulsions From Officer's Training Courses
James O'Toole, Jay Galbraith, and Edward E. Lawler, III
Chapter 12 When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership
Edwin A. Locke
Chapter 13 Leadership, Starting at the Top
Craig L. Pearce and Jay A. Conger
Chapter 14 Conclusion - A Research Agenda for Shared Leadership

This text is a wonderful replacement for our current text which was a little out of date.

Mr Charles Kramer
Sch Of Ed Organization Leadshp, University of La Verne
March 21, 2013

Well written & comprehensive review of shared leadership. Interesting collection of articles that are well presented and stimulate discussion.

Ms Chrysavgi Sklaveniti
Dept of Management (Grad Sch of Bus), Strathclyde University
January 30, 2013

Used as a supplementary reading

Dr Benjamin Kutsyuruba
Education , Queen's Univ
January 4, 2013

Did not fit the course as well as other texts.

Dr John Baker
Interdisciplinary Studies Dept, Western Kentucky University
July 23, 2012

This text contains good scholarship in shared leadership.

Dr Chuma Osuchukwu
Postgraduate Faculty, London School of Business and Management
September 13, 2011

This course was posponed and will take place at Jan 2010

Dr Miriam Muethel
Chair of Leadership and HRM, Otto Beisheim Grad Schl of Management
November 16, 2009
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Craig L. Pearce

Craig Pearce is an Assistant Professor of Management at The Peter F. Drucker Graduate School of Management at Claremont Graduate University. He received his Ph.D. at the University of Maryland. He won the Center for Creative Leadership’s Walter F. Ulner Applied Research Award in 1998 for work in the area of shared leadership. More About Author

Jay A. Conger

Jay Conger is Professor and Chairman of the Leadership Institute at USC. Prior to joining USC, he taught on the faculties of Harvard, INSEAD, and McGill. He has published four books, including one with Sage on charismatic leadership that won a CHOICE award in 1998. In addition, he has published extensively in the major academic journals More About Author

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